The 7 Hidden Reasons Employees Leave: A Book Review by Bob Morris

The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It’s Too Late
Leigh Branham
AMACOM (2005)

In Topgrading: How Leading Companies Win by Hiring, Coaching and Keeping the Best People, Bradford D. Smart explains why the average cost of a mis-hire is 24 times the annual salary. (That’s right: 24 times the annual salary.) Even if you cut that multiple in half, the average cost would still be substantial…and serious cause for concern and especially, for caution. Whatever the average cost of losing a highly-valued employee would be, it must certainly be substantial.

This book is based on a wealth of research conducted by or in collaboration with the Saratoga Institute. The observations and conclusions which Branham shares are wholly consistent with what has been revealed by countless other research studies. According to Branham, there are four fundamental human needs. If one or more are not being met, an employee becomes dissatisfied, less productive, perhaps disruptive, and usually leaves. These needs are for trust and hope as well as for feeling a sense of worth and of having competence. No news there.

This book’s value is derived from what Branham has to say about seven less obvious (if not “hidden”) needs. He focuses on several “subtle signs” by which to identify them and then suggests how to take appropriate action before it is too late. For example, Reason #1: the job or workplace was not as expected. Whose fault is that? Could be those involved in the interview/hiring process who over-sold the job; could be the person hired. Perhaps blame must be shared by everyone directly involved. In any event, Branham explains HOW to recognize the warning signs of unmet expectations, identifies obstacles to meeting mutual expectations, and suggests eight specific “engagement practices” for matching mutual expectations. Branham also devotes an entire chapter to each of the other six reasons, followed by two appendices, each of which all by itself is well worth the cost of this book. Appendix A offers a “Summary Checklist of Employer-of-Choice Engagement Practices”; Appendix B offers “Guidelines and Considerations for Exit Interviewing/Surveying and Turnover Analysis.”

Experts on employee relations agree with experts on customer relations that feeling appreciated is ranked among the three most important attributes, with compensation and cost ranked anywhere from 9th to 12th. If the research studies are reliable (and I believe they are), what they indicate is that the best employees and the best customers “leave” for the same “hidden reasons” which Branham examines in this book. If your organization is experiencing such losses, this is a book that should be read and then re-read ASAP. However, Branham’s book is essentially worthless if appropriate actions are not then taken immediately. Perhaps policies and procedures need to be revised. Perhaps feedback surveys need to be conducted. Perhaps there are communication problems to be solved. Branham can help each reader to measure the nature and extent of what must be done. Marshall Goldsmith asserts, “What got you here won’t get you there.” I take it a step further: “Those who got you here may not be available to get you there.”